HCM 433 MANGEMENT AND ORGANIZATIONAL BEHAVIOUR.pdf

in the face of difficulties and problems. Mitchell (1982) in his review of motivation theory
identifies four common characteristics, which underlie the definition of motivation these are:
(I) Motivation is typified as an individual phenomenon. Every person is unique and all the major
theories of motivation allow for this uniqueness to be demonstrated in one way or another.
(ii) Motivation is described, usually as intentional. Motivation is assumed to be under the
worker’s control, and behaviours that are influenced by motivation such as effort expended, are
seen as choices of action.
(iii) Motivation is multifaceted. The two factors of greatest importance are:
(a)
(b)
what gets people activated (arousal) and
the force of an individual to engage in desired behaviour (direction
or choice of behaviour).
(iv)The purpose of motivational theories is to predict behaviour. Motivation is not the behaviour
itself, and it is not performance. Motivation concerns actions and the internal and external forces,
which influence a person’s choice of action. On the basis of these characteristics, Mitchell defined
motivation as;
“the degree to which an individual want and chooses to engage in certain specified
behaviours”
People’s behaviour is determined by what motivates them. The underlying concept of motivation
is some driving force within individuals by which they attempt to achieve some goals in order to
fulfill some need or expectation.
This concept gives rise to the basic motivational model, which is illustrated in figure 1.1. The
model according to Mullins (1996, pp.480) underscores the fact that employees’ performance is a
function or product of both ability level and motivation.
Performance = Function (Ability x Motivation)
Therefore, if the manager is to improve the work of the organization, attention must be given to
the level of motivation of its members. The manager must also encourage staff to direct their
efforts (their driving force) towards the successful attainment of the goals and objectives of the
organization.
123